Gender, Race, and Class in Organizational Contexts

Creating settings that support diversity has been a long-standing concern of community psychology. In this paper, I propose two qualities as important aspects of organizational contexts that support the meaningful participation of diverse groups:(a) a culture of connection and (b) recognition of multiple realities. For each theme, I first examine countervailing values that can undermine meaningful participation of nondominant groups. I suggest that organizational values for independence and a press for sameness can contribute to settings where members of traditionally oppressed groups will be prevented from meaningful participation. I also suggest that fostering a culture of connectedness that actively legitimizes multiple realities is a constructive alternative. To illustrate these points, I share observations based on experiences in manufacturing, educational, and community-based settings. Then, I explore two dynamics that are important when confronting the countervailing values and building more inclusive contexts: (a) accountability for impact and (b) privilege dynamics. Last, I turn to some possibilities for change through a stance of connected disruption.     

Assessing the effectiveness of conflict management training in a health sector organization: evidence from subjective and objective indicators

This study assessed the effectiveness of an intervention for handling interpersonal conflicts at work. In contrast to the mainstream approach in the health care industry, which focuses on developing formal systems of conflict resolution, our intervention consisted of enhancing health care workers’ conflict management skills through training. A pre- and post-test nonequivalent comparison group design was used (intervention group = 258 workers; comparison group = 243 workers). Participants perceived that the training was successful in reducing the number and intensity of conflicts with co-workers, patients, and patients’ relatives. Moreover, organizational indicators calculated on the basis of data obtained from human resources (HR) records show that the intervention was effective, insofar as the number of requests for third-party interventions to mediate conflicts at work, the number of patients’ complaints, and the level of absenteeism all decreased for trained workers, whereas workers from the comparison group exhibited no corresponding changes over time. In the light of these results, this article discusses the design of conflict management measures which could help improve both employees’ well-being and organizational productivity.     

Assessing the effect of a Cognitive Behaviour Therapy (CBT)-based workshop on work-related rumination,fatigue, and sleep

This quasi-experimental longitudinal study assessed the effect of a one-day Cognitive Behaviour Therapy (CBT)-based workshop on work-related rumination, chronic fatigue, and sleep quality. We hypothesized that participants who attended the workshop would report lower levels of affective work-related rumination, chronic fatigue, and improved sleep quality, at follow-up, 6 months after workshop completion. Two hundred and twenty-seven participants took part in the study, with 102 participants attending a one-day workshop delivered in their workplace. Participants completed an online questionnaire at two time-points, with follow-up occurring 6 months after initial survey completion. Results showed that participants who took part in the CBT workshop reported significantly lower levels of affective rumination (p = .03) and chronic fatigue (p = .003), at follow-up in comparison with individuals who did not attend the workshop; however, there were no significant differences between the groups in self-reported sleep quality (p = .06). A combination of more effective recovery both at work and outside of work may explain the reductions in both affective rumination and fatigue over time. This study adds to the recovery from work literature by providing initial support for a one-day CBT-based workshop delivered in the workplace.     

Effects of pay resets following drug use on attendance and hours worked in a therapeutic workplace

This secondary data analysis examined effects of an abstinence contingency on participation in a therapeutic workplace. Participants exposed to a pay reset after drug use did not differ in overall attendance from participants who were not exposed to a pay reset after drug use; however, they initially worked less after a pay reset than participants who did not receive a pay reset, and their attendance increased as their pay increased. Overall participation was not influenced by the abstinence contingency, but transient decreases in attendance occurred.     

I’m still standing: A longitudinal study on the effect of a default nudge

Objective: This study assessed the effect of a default nudge to reduce sedentary behaviour at work over time.

Design and main outcome measures: A field study was conducted at a governmental organisation. In the present study, the default setting of sit–stand desks (SSDs) was changed from sitting to standing height during a two-week intervention. Stand-up working rates were calculated based on observations that were done prior to, during, two weeks after and two months after the intervention. Additionally, a pre-measure survey (n = 606) and post-measure survey (n = 354) were completed. Intention and social norms concerning stand-up working were compared for the 183 employees who completed both pre- and post-assessments (45.4% female, M_age = 44.21).

Results: Stand-up working rates raised from 1.82% in the baseline to 13.13% during the intervention. After the nudge was removed the percentage was 10.01% after two weeks and 7.78% after two months. A multilevel analysis indicated a significant increase in both intention and social norms after the nudge intervention.

Conclusions: This study shows that a default nudge can increase stand-up working rates in offices with SSDs at least until two months after the nudge intervention.     

Factors affecting self-referral to counselling services in the workplace: a qualitative study

The benefits of psychological support in the workplace (also known as workplace counselling) are well documented. Most large organisations in the UK have staff counselling schemes. However, it is unclear what, if any, factors affect employee decisions to use such schemes. This study has used a qualitative methodology to explore the reasons that make employees use workplace counselling. Eleven employees of a university in the north of England who had used the staff counselling service of their employer took part in the study. The employer had two schemes available: an internal staff counselling service and an external Employee Assistance Programme (EAP). A semi-structured interview was used with each participant and grounded theory techniques were used to analyse the interviews. The analysis resulted in the construction of a model of psychological help-seeking in the workplace. The main findings indicate that most participants were motivated to use their employer's counselling service by their prior positive experiences of similar or other type of mental health services. Other encouraging factors were: recommendation of service by others, a supportive environment and trust in the confidential ethos of the service. Conversely, negative preconceptions of psychological help-seeking and a perception of the employing environment as unsafe were shown to have been discouraging factors. The study concludes with suggestions for practice and for further research.     

组织内领导越轨行为研究：概念、诱因与结果

领导越轨行为是指领导者在工作场所中故意违反重要的组织规范的行为。通过整合分析组织内越轨行为和领导行为两个领域的相关研究发现, 领导越轨行为的诱因大致包括个体因素(个性特征、个体知觉和人口学变量)和情境因素(组织文化、工作特征和人际影响)两类, 并且主要通过社会比较、社会心理和社会交换三条路径进一步影响下属的工作绩效。未来研究应从行为客体(组织-人际)和行为动机(利己-利他)两个角度对领导越轨行为的内涵进行纵深拓展, 并进一步考察不同诱因的交互影响以及领导越轨行为的作用机制。     

工作场所排斥与员工角色内外行为：归属感的中介作用

为考察工作场所排斥（包括上司排斥与同事排斥）与员工角色内行为和角色外行为（组织公民行为）之间的关系,以及归属感在上述关系中的中介作用,本研究采用问卷调查法,分两次对全职工作一年以上的员工进行施测,前后共获得247份有效匹配数据,经统计分析后发现：（1）上司排斥与同事排斥均显著地负向预测员工角色内外行为,即工作场所排斥水平越高,角色内行为和角色外行为的表现越差。（2）归属感在上司排斥、同事排斥与员工角色内行为之间发挥了完全中介作用,即工作场所排斥会破坏员工的归属感,最终降低角色内行为。（3）归属感在上司排斥和角色外行为的关系中发挥了完全中介作用,但在同事排斥与角色外行为的关系中仅存在部分中介作用,说明工作场所排斥在一定程度上会破坏员工的归属感,最终影响其角色外行为表现。     

Overt and covert aggression in work settings in relation to the subjective well‐being of employees

Aggressive behavior was studied in workplaces having (1) predominantly male, (2) predominantly female, or (3) both male and female employees in equal or near equal frequencies. In addition to examining the occurrence of different types of aggression in these workplaces, the question of whether being a target of aggression is related to employees’ subjective well‐being was addressed. One hundred sixty‐nine participants (mainly 30–50 years of age) employed in a wide range of organizations in the public sector completed a questionnaire measuring four types of observed and experienced aggression: direct overt, indirect manipulative, covert insinuative, and rational‐appearing aggression. Indirect manipulative and rational‐appearing aggression were perceived to be the most widely used aggression styles in the work context. In the predominantly male workplaces, the men were perceived to use more of all types of aggression than in the predominantly female workplaces. The women’s aggression was not related to the relative number of females and males with whom they worked. Participants were divided into two groups on the basis of the extent to which they estimated themselves to be targets of workplace aggression. Those who considered themselves to be victims of workplace aggression suffered significantly more from psychosocial problems and physical symptoms than those who had been victimized to a lesser extent or not at all. The victimized group also considered the aggression they had suffered to be the reason for their psychosocial and health problems. Aggr. Behav. 27:360–371, 2001. © 2001 Wiley‐Liss, Inc.